PLATINUM2024

Capital City Arts Initiative

Art Builds Community

Carson City, NV   |  ccainv.org

Mission

The Capital City Arts Initiative is an artist-centered nonprofit organization committed to community engagement in contemporary visual arts through exhibitions, arts education programs, illustrated talks, artist residencies, and online activities.

Notes from the nonprofit

CCAI By the Numbers: In our 20th year, 2022 - 2023, CCAI produced and presented 17 exhibitions in 4 galleries totaling 1,064 gallery days! We presented work by 22 artists, 113 student artists, and 3 essay writers. To provide the public with gallery and program access, we published 5 exhibit essays, 11 virtual gallery tours with artist interviews, 3 online Nevada Neighbors talks, 12 monthly e-newsletters, and designed 14 event fliers. CCAI paid $20,000 to artists, essay writers, Nevada Neighbors speakers, graphic design/video production, and for student translations. The collaborations for gallery spaces continue with city buildings (Brick, Courthouse, and Crowell Room) & with Western Nevada Colleges Bristlecone Gallery. Total volunteer time reached 500 hrs. Over 16 businesses contributed financially or with in-kind services. We reached an estimated 7,500 people based on building traffic and internet activities. Our YouTube channel hosts 67 artist interviews and exhibits' gallery tours.

Ruling year info

2005

Executive Director

Sharon Rosse

CCAI Board member

Glenn Clemmer

Main address

PO Box 1333

Carson City, NV 89702 USA

Show more contact info

EIN

20-1343468

NTEE code info

Arts, Cultural Organizations - Multipurpose (A20)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2023, 2022 and 2021.
Register now

Communication

Programs and results

What we aim to solve

This profile needs more info.

If it is your nonprofit, add a problem overview.

Login and update

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Capital City Arts Initiative

CCAI feels that Carson City is underserved in humanities and visual art programming. CCAI defines underserved as those with limited access to the visual arts due to geography, school offerings, and overall visual arts venues. Carson City, based on the western edge in the Intermountain West known for its “great spaces between places”, does not have a visual art museum. The next closest contemporary visual art facilities are in Reno, 30 miles north, and Sacramento, CA, 165 miles west. Las Vegas is 450 miles south.

As a way to reach underserved audiences, CCAI curates each season’s exhibitions to achieve balance between shows by local artists with regional and out-of-state artists and balance between cutting edge activities and those with more accessible content. CCAI also curates to balance gender, ethnic diversity, various media, and emerging/established artists in its programming. Nevada Neighbors speakers are similarly chosen.

Population(s) Served
Adults
Adolescents
Indigenous peoples
People of African descent
People of Asian descent

Where we work

Awards

Friend and Champion of the Humanities 2019

Nevada Humanities

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Total number of exhibitions

This metric is no longer tracked.
Totals By Year
Related Program

Capital City Arts Initiative

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

CCAI presents three exhibitions (4 months each) annually in each gallery for an average of 900 gallery days each year.

Total number of audience members

This metric is no longer tracked.
Totals By Year
Related Program

Capital City Arts Initiative

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

We reached an estimated 7,500 people based on building traffic and class visits plus 950 people reached through YouTube video views. We actively promoted exhibits/talks in a variety of social media.

Total dollars paid to artists

This metric is no longer tracked.
Totals By Year
Related Program

Capital City Arts Initiative

Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Context Notes

CCAI annually provides honoraria to artists, essay writers, Nevada Neighbors speakers, graphic design, video production, and for student Spanish translations.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

CCAIs plan supports artists, enhances community conversations about the visual arts, and promotes life-long learning in arts and culture. CCAI continues its emphasis on strong contemporary visual arts programming in public venues.

The Initiative has a solid cash reserve, diversity of revenue streams, no staff turnover since 2009, and active relationship between the board and the executive director. The board has maintained a positive budget balance and pays close attention to the memberships, grants, and donations that sustain the organization. The budget has no deficit and the reserve account has a positive balance (27% of the annual budget) objectives that the board is committed to maintaining. CCAIs always looks for new sources of revenue to sustain operations, strengthen the curatorial mission, and work with the visual arts in northern Nevada.

Vital marketing supports a strong public identity through press outlets, video productions, social media, monthly newsletters, digital media, and printed fliers all combined to keep CCAIs name and brand out in the public square. These items are revisited at the bimonthly board meetings.

To strengthen the organization, board and staff members will further engage community members, beginning with the Initiatives Advisory Board members, asking them about our community connections, what we do, and if our work has the intended impact. These community conversations will continue into the years to come to invigorate and inform the organization.

The short term and long-term plans are the same: to select a diversity of artists to present art in four galleries and to continue having over 900+ gallery days annually for our community.

The organization focuses its attention primarily on curating, budgeting, and marketing by improving community connections, keeping the budget in the black, selecting artists, coordinating programs with city partners and school partners, and interrelating activities between programs and venues.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve

Financials

Capital City Arts Initiative
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more about GuideStar Pro.

Operations

The people, governance practices, and partners that make the organization tick.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Capital City Arts Initiative

Board of directors
as of 02/14/2024
SOURCE: Self-reported by organization
Board chair

Gerd Poppinga

Vineburg Machining Inc.

Term: 2021 - 2024

Glenn Clemmer

biologist, retired

Wendy Kaplan

CPA

Gisela Munzo

WNC student board member

Sharon Rosse

artist/arts administrator

Gerd Poppinga

Vineburg Machining Inc.

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 2/14/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

No data

The organization's co-leader identifies as:

No data

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

Equity strategies

Last updated: 02/14/2024

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.